BRIGHTON COUNCIL Annual Plan 2020-2021

BRIGHTON COUNCIL

Annual Plan
2020-2021

Introduction

Brighton Council’s Annual Plan for the 2020/2021 financial year has been
prepared and adopted by Council in accordance with Section 71 of the Local
Government Act 1993 in that it:
   •   Is consistent with Council’s strategic plan.
   •   Includes a statement of the manner in which Council is to meet the
       goals and objectives of the strategic plan.
   •   Includes a summary of the budget estimates adopted by Council.
   •   Includes a summary of the major strategies to be used in relation to the
       Council’s public health goals and objectives.
In 2020/21 Council will endeavour to meet the goals and objectives of the
strategic plan in an inclusive manner with its citizens.

Councillors as at 30 June 2020

   • Cr Tony Foster – Mayor
   • Cr Barbara Curran – Deputy Mayor
   • Cr Wayne Garlick
   • Cr Peter Geard
   • Cr Leigh Gray
   • Cr Moya Jeffries
   • Cr Tennille Murtagh
   • Cr Philip Owen
   • Cr Jessica Whelan

Summary of the Estimates for the 2020/21 Financial Year

   Estimated Revenue of the Council                   $15,637,423

   Estimated Expenditure of the Council               $15,070,304

   Estimated Borrowings by the Council                $0

   Estimated Capital Works of the Council             $12,683,600

                                      . 2 .

Key Focus Areas and Summary of Strategies and Initiatives for
2020/2021

1. Strengthen Our Communities
   1.1.   Understand/Improve Health and Wellbeing

           • Support the large local presence in Bridgewater’s Hobart
               Gymnastics through the Microwise building ownership.
           • Prepare a Master Plan for Cris Fitzpatrick Park.
           • Support the Brighton Care Collective and the PCYC.
           • Lobby for greater investment in local health services.

   1.2. Create Housing/Employment/Play/Education (Livability)

           • Construct off lead areas for dogs in Brighton and Bridgewater.
           • Prepare a Master Plan for South Brighton incorporating the
               new Brighton High School.
           • Investigate rezoning for infill development around Sorell Street
               and Samuel Street Bridgewater.
           • Lobby for external funding for community infrastructure,
               especially in proximity to affordable housing developments.
           • Employ and support a regional workforce development officer
               and lobby for greater investment in local skills & training.

                                       . 3 .

1.3. Provide Public Facilities/Amenities

      • Review waste management system and transfer station
         operations.
      • Provide new female changerooms and toilet facilities at
         Weily Park and Pontville.
      • Complete Stage 2 of Bridgewater parkland development.
      • Construct a new Regional Sports Facility at Pontville Park
         including clubrooms, function centre and changerooms to
         service Thompson and Ferguson Ovals.
      • Continue working with Cricket Tasmania and other stakeholders
         to develop Pontville Park into a first-class regional sporting
         venue.
      • Construct a new shed at Pontville Park for the Show Society
         and dog user groups.
      • Construct a new off-lead dog park at Seymour Street, Brighton.
      • Upgrade the Pontville memorial toilets.

1.4. Support Connected Communities

      • Construct new disabled access kerb ramps.
      • Complete walkway and shelters for Gagebrook, Herdsmans
         Cove and Bridgewater.
      • Continue improving disability access and an aged friendly
         community.
      • Support Brighton Alive administration.

                                 . 4 .

1.5. Build a resilient community and environmentally sustainable future

        • Work with Centacare Evolve to facilitate the implementation of
           the Holmes Dyer master plan for Bridgewater, Herdsmans Cove
           and Gagebrook.
        • Continue implementing the Greening Brighton Strategy.
        • Continue boxthorn eradication.
        • Continue reducing council’s ecological footprint.
        • Pursue partnerships.
        • Employ a Project Officer to further implement the Climate
           Change and Resilience Strategy.
        • Continue new street tree plantings throughout the Municipality.

2. Create 2-3 Hubs for our Connector Satellite City
  2.1. A focus on Agriculture/Horticulture/Aquaculture (Food)

        • Insert a Specific Area Plan over the Brighton West agricultural
           area.

  2.2. Education/Capability Build

        • Facilitate and support MONA’s community development work at
           Bond Place, Eddington St Nursery and elsewhere in the
           municipality.
        • Facilitate the redevelopment of the School Farm and the
           development of the new Brighton High School.

  2.3. Support further development of a “business & logistics hub”

        • Prepare a Branding and Placemaking Strategy for the Brighton
           Industrial Estate.
        • Investigate viability of a renewable energy hub and green
           hydrogen facility.

                                    . 5 .

3. Drive Infrastructure Development
  3.1. Support 30% Growth Target

        • Update asset management plan.
        • Pursue grant funding for strategic capital projects.
        • Optimise use of council land.
        • Pursue incremental changes to the Urban Growth Boundary as
           recommended by the Brighton Structure Plan 2018.

  3.2. Implement Strategic Asset Management Plan (Existing and New)

        • Reconstruct sections of Green Point Road, Baskerville Road,
           Jetty Road and Augustus Street.
        • Seal an unsealed section of Millvale Road.
        • Install new stormwater pipe work in Andrew Street to allow for
           future developments and growth.

  3.3. Enabling Infrastructure

        • Replace Willowbrook bridge.
        • Construct two stormwater upgrades to reduce flooding issues
           in Bridgewater.

4. Ensure a Stable Organisation
  4.1. Ensure Financial & Risk Sustainability

        • Keep the general rate increase to Hobart CPI as a long-term
           average.
        • Closely monitor the economic impacts of COVID-19.

  4.2. Be Well-Governed

        • Continue succession planning for all positions.
        • Continue professional service provisions to enhance experience
           and best practice.
        • Monitor corporate governance of Microwise Australia Pty Ltd.

                                   . 6 .

4.3. A Shaping Agenda Facilitated Through Strong Engagements

           • Promote educational and workforce development with
                government and regional councils.
           • Pursue partnerships with other organisations.

    4.4. Long-term Thinking & Evidence-based

           • Implement council’s key strategies.
           • Prepare master plans for key project areas and grant
                opportunities for the next 5-10 years.
           • Undertake 2050 Vision process.

5. Public Health
Council will:
   • Conduct monthly immunisation clinics, annual school immunisations
     and promote the need for immunisation.

   • Ensure proper provision of on-site effluent disposal in compliance
     with relevant standards.

   • Undertake routine inspection of places of public assembly, food
     premises, public health risk activities and water carters to ensure
     compliance with relevant legislation.

   • Promptly investigate environmental health complaints.

   • Maintain an effective analysis program for food, recreational waters
     and general complaints.

   • Comply with COVID-19 guidelines and Public Health advice.

6. Risk Management
Council will:
   • Continue to keep risk exposure to a minimum by helping reduce
     injuries and potential loss. Management practices will involve
     identifying risks, analysing and treating by taking appropriate action.
   • Continue to be proactive in inspections and reviews of roads,
     footpaths, written agreements with clubs/user groups, building &
     financial services, town planning and recreation functions.
   • Educate community groups on importance and activities involved with
     risk management.

                                        . 7 .